will work to ensure that occurs. Many
staff also like to teach and it gives them
an opportunity to show the new team
members around and introduce them to
others. It also gives staff an opportunity
to brag about their accomplishments and
their own contributions to the culture.

Engagement

There are several ways to keep staff engaged. You will find that staff want involvement in decisions and participation
in the way the department is guided.
There are ways this can be done. Obviously, staff cannot run the department;
however, they can be involved in decisions that help them feel empowered to
make change and improve the department. They can be part of departmental
safety teams, customer service teams,
quality teams, and/or culture teams.
Each team has a staff leader and works
on improving the department in those
areas. They work on processes, improvements, and projects.

Staff can also be involved in equipment purchasing decisions based upon
how your organization permits purchases. I always ensure at least one or
two techs are included in imaging equipment site visits, as well as the supervisor.
Often, I do not include myself. I do not
care what equipment they choose as long
as it does the job we need. I work out the
details for the quote and check for all the
bells and whistles. I send staff to see the
machinery and report back as to whether
it meets their needs as far as performance
and functioning. Once the equipment is
selected, I go back to work hammering
down price. This, again, gives staff empowerment over the equipment they use
and provides them with the right equipment to do the job the right way.

Employee forums are another way toallow staff input into how the depart-ment functions and allows them the abil-ity to raise concerns and ask questions. Itis also an opportunity to reconnect themto the culture and expected behaviors,discuss safety issues and concerns, andaddress customer service. Role playingand games are a great way to talk aboutservice recovery or pushing the custom-er service envelope. You can also com-municate goals and results, implementbenchmarks and results, and celebratemilestones. It is also an opportunity torecognize staff in front of their peers forjobs well done or extraordinary customerservice provided.

Conclusion

Other retention ideas abound: offer rewards for cost savings ideas, offer improved benefits over the competition,
such as healthcare fitness club discounts,
pet insurance, etc. The more you connect the employee to the organization,
the stronger the tie becomes. You will
definitely need HR involvement and senior administration’s approval, but they
should be on board as they understand
the cost issues related to recruitment of
new team members and the importance
of retaining excellent employees. (If not,
you need to run from that organization
fast!)

Now that we have discussed the importance of recruiting new team members and the retention of current team
members, the importance of peer interviewing, weeding out low performers,
moving middle performers to high performers, and engaging high performers,
you now are on your way to begin to
develop a culture that concentrates on
extraordinary service to your patients
and their family members.

Ed Yoder is the administrative director of medical
imaging at Winter Haven Hospital in Winter Haven, FL.
He holds a master’s degree in business administration,
as well as a master’s degree in healthcare
administration from the University of St. Francis.
Ed is also a member of the AHRA Board of Directors.
He may be contacted at ed.yoder@mfms.com.